ps代写-英国的铁路工业私有化的努力。在1992年，为了维持和竞争，英国的铁路工业进行了私有化的努力。国有铁路系统平均分配给100多家私营公司。例如，Rail wTrack是一家拥有大多数火车站和桥梁的基础设施公司。他们负责信号处理、检查和管理。这是针对的事件是发生在波特的酒吧铁路事故(Jupe，和Funnell, 2015)的事件的初步证据。在造成责任转移问题的行业中发现了分裂现象。在实际事件中，有四家公司牵涉其中。利益相关者之间冲突的主要原因是所有权问题。铁路和货车网络主要是基础设施公司。这些运货车的工人最初报告了波特酒吧的艰难旅程。由于各方之间的冲突和通讯问题，造成了一个支离破碎的铁路系统，从而引起了事件的发生。这一点从授权理论的应用中可以明显看出。
It is observed that number of ways in which the external factors influence the internal operational protocol of the companies. It is evident from the previous argument that the internal governance was a major factor for the actual incident. Added to this, there were the environmental factors that need to be in factored. There the external governmental rules (Preston, 2002). To identify the privatization for rail industry, these have been detailed in the following.
In the year 1992, to bring in sustenance and competition, the rail industry in UK made a pitch towards privatization. The state-owned railway systems were evenly divided over 100 private companies that are based on the functions. For example, Rail wTrack is an infrastructure company that owned a majority of train stations and bridges. These were responsible for the signalling process, inspection and the management. This was aimed at the incidents that were the prima facia for the incident that had occurred in the Potters Bar rail crash (Jupe, and Funnell, 2015). Fragmentation was observed in the industry that had caused the issue of shifting the blame. Four companies were involved during the actual incident. The principle cause of conflict between the stakeholders was the issue of ownership. The Network rail and WAGN were primarily infrastructure companies. These WAGN workers had initially reported about the rough ride in the Potters Bar station. Owing to the conflicts and issues of communication between the parties, a fragmented railway system was created that had caused the incident to rise. This is evident from the application of the empowerment theories.
Recommendations to Prevent Future Scandal
There are certain prerequisite efforts that can be put forward by the company to prevent such issues from arising in the future. These have been detailed in the following. The recommendation to prevent similar risks has been detailed below.
The value-driven management has been proposed to reduce the uncertainty of reduced value. The value-driven management has been focused on increasing the value of the stakeholders (Santos-Reyes, Beard and Smith, 2005). The risk mentioned for improvement in the value of the stakeholders have been detailed in the following 。
The components of the railway system were managed between the companies NR and WAGN. These needed to have been blended with the transparency and accountability of the parties. The lack of this schema has caused the issues to have escalated and caused significant damage. The theories of empowerment can be applied to this schema.